Whether an organization is managed in a formal-directive or an informal-emergent way has an impact on how organizations adapt to external change. What so far has remained unnoticed is the influence of the body and embodied knowledge, especially reacting to these different kinds of management. In this paper we give first indications on how different the body and embodied knowledge respond to different ways of management and how this might affect the adaptability of groups and organizations. In an MBA-course on adaptive organizations we applied movement improvisation to let students experience the difference between formal and informal group coordination. We let students compare their experiences and substantiated their reflection by a video comparison of students' movements. As a result, we found that the mutual body awareness and connectedness increased after a movement improvisation exercise, stimulating informal-emergent coordination. The embodied knowledge was enriched and evoked to support emergent coordination amongst the students compared to a disconnectedness amongst students in a formal-directive way of coordination.

To study whether public sector employees are a different type of employee with different expectations than the private sector employees, we look at differences in the generic dimensions of their psychological contract. Data from a survey of 4956 Belgian employees show that, compared to private sector employees, public sector employees attach less importance to career development opportunities and financial rewards promises, and perceive these promises as less fulfilled. They also perceive social atmosphere and work–life balance as less fulfilled. Furthermore, we observed significant gender differences in the importance and fulfilment of the psychological contract.

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